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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63715

    Title: 工業銀行轉型策略之探討—A銀行策略之發展
    Authors: 張水旺;Chang,Shui-Wang
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 工業銀行;投資銀行;金融控股公司;financial holding companies;individual bank;investment bank
    Date: 2006-07-10
    Issue Date: 2014-05-08 15:26:48 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 近年來銀行業在自由化與國際化的浪潮下,早已進入了激烈的戰國時代,尤其是在2002年台灣加入世界貿易組織(WTO)以後,許多世界知名的證券業者及投資銀行等,紛紛加入台灣金融市場的行列,而外商銀行挾其國際化與大型化的優勢,對國內金融市場的營運產生極大的衝擊。而銀行業所處金融環境劇烈的變遷,包括(1)金控公司朝大型化發展,擠壓其他金融機構之生存。(2)金融機構眾多,市場競爭激烈。(3)本國銀行ROA與ROE偏低,利差逐年縮減。(4)直接金融成長快速,企業依賴間接金融降低。對於尚未加入金控的獨立銀行在面臨強烈的競爭壓力之下,市場經營環境及本身經營條件發生急遽變化時,銀行必須積極思索新的經營與服務模式,從事策略性思考及大規模之革命性轉變,轉型因應或以新的角度蛻變升級。

    ;In recent years, the banking industry, following the trend of liberalization and globalization, entered an age of fierce international competition, especially after 2002 when Taiwan entered the WTO. Since then, many well-known stock companies and investment banks have entered Taiwan’s financial markets. Foreign banks have utilized their international and scale advantages, to create a great challenge to the operation of domestic enterprises. The drastic changes to the banking industry’s financial situation include:
    1.The development of large financial holding companies, which have placed pressure on other financial institutions’ survival.
    2.The proliferation of financial institutions, leading to fierce market competition.
    3.Taiwan banks’ return on assets and return on equity being relatively low, with the interest rate margin narrowing every year.
    4.The fast growth of direct financing which falls in companies’ reliance on indirect financing. 
    Facing fierce competitive pressure, independent banks which have not entered into the financial holding companies must create new operating and service models, think strategically, undertake large-scale transformation, and upgrade their businesses. At this same time, the market operating environment and internal operating conditions have also seen drastic changes.
    This case study analysis methodology, with individual bank operation strategy and business development as the main research contents, will discuss the advantages and disadvantages of industrial bankings’ transformations into investment banking and financial holding companies, and examine competitive strategy theory, and the match with government strategy and regulations. It will also examine, the key success factors of industrial bankings’ transformations into investment banking, and analyse the obstacles faced by industrial banking in their transformation into investment banking. The study will use this to provide advice on appropriate development strategies for individual bank in the process of transformation.
    Currently, Taiwan’s banking industry suffers from problems of overbanking, high 
    level of product similarity, small operating scale, and stalled lending growth. Because of this, operating a bank becomes a difficult task and with relatively high overdue loan rate. In order to be able to survive in this type of environment, “change” is essential. From a competition analysis of the banking industry to research on the competitive advantages of individual bank transformations, this research shows:
    1.The domestic financial institutions must urgently be transformed.
    2.Middle and small investment banks can only survive in niche markets.
    3.Individual bank transforms into investment banks should adopt an incremental approach of progress.
    4.Development into Asian and international markets should be undertaken with a thorough unification of investment and strategy decisions.
    Through this research, discussion of individual banks’ operating visions, present operating situations and future means of regularization show that industrial banking are more better placed to develop into investment banking of all financial institutions, After examining the key success factors of well known foreign investment banks, the study deduces nine suggested strategies for successfully transforming individual bank into investment bank:
    1.Develop investment banking organisational structure and enterprise culture.
    2.Strengthen existing operations
    3.Develop core operations and expand scale economies.
    4.Transform short debt structure to middle and long term debt
    5.Develop expert financial human resources.
    6.Speed up internationalisation and build a linked international network
    7.Sino-market development strategy
    8.Develop new financial products
    9.Establish risk control(management) systems.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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